In the classic tale of Hansel and Gretel, two small children are led out into the woods to fend for themselves and with expectations that they won’t survive the night. However, the kids have the evil plan all figured out and leave a trail of pebbles and bread crumbs to find their way back home so they can eventually slay the witch.
Managers Are Evil Until Proven Otherwise
For many employees involved in change management initiatives, the story of Hansel and Gretel is far too close to their own experience, minus the bread crumbs. We hear it all the time: employees feel like they’re being led into the woods to certain doom while senior managers feel like they’ve done their jobs in telling their staff that big change is coming, that they shouldn’t be worried and that everything is under control.
These broad and vacuous statements do nothing but reinforce the idea that upper management is trying to “change” employees right out of a job.
Upper management must understand that the prevailing attitude with line employees is that change is going to end badly for them. It’s survival mentality. In his book Leaders Eat Last, author Simon Sinek discusses at length how the brain fires up a dose of the hormone cortisol when we sense danger. The human body doesn’t wait until we can see the danger, it takes care of business ahead of time. Cortisol helps focus our attention on getting out of dangerous situations.
In change management initiatives, employees tend to sense that change is happening even if nothing has been announced in the company. Keep in mind that bad news travels faster and is, frankly, more exciting than good news. So given the chance to leap to conclusions, most of us leap the wrong way. Managers have a responsibility to their direct reports and to their companies to over-communicate what’s happening and help overcome human nature. No shady language, no duplicity, no dodging the hard questions.
This steady stream of communication can be considered the bread crumbs out of the woods for employees. The biggest difference here is that the trail leads to a new, hopefully even better, destination instead of back to the original starting point.
Error Increases With Distance
It’s easy for managers to be lulled into complacency when communicating change issues. Many believe that since they delivered a clear message once or twice, then everyone should be on the same page. Others believe that since they heard a message from their managers then everyone else must be getting the same message. This isn’t even close to reality. With one client, we found up to 10 degrees of separation from line employees to the C-suite, which made those at the senior executive level appear to live above the clouds. They were for all intents and purposes untouchable to the average employee.
But the CEO leading the change worked very hard to shorten the distance between his office and the people making products every day. He communicated clearly to his senior leaders and expected them to help cascade the same language, using the exact same terms, to the people below them. And he got regular reports on who was doing the communicating and how the messages were being received.
This seems like such a simple concept, but many of us forget that with every level in the organization comes a greater chance for error, for key messages to be twisted and altered to fit the personality or agenda of the messenger.
Whenever possible, we suggest that senior leaders shorten the gap between the top of the company and the bottom. Deliver messages directly and in person to the broadest range of employees. Expect managers to do the same, and measure both participation and impact. This enables executives to manage the chaos before stories get too far off the desired path.
Go Far Together
One African proverb says “If you want to go fast, go alone. If you want to go far, go together.” The same is true of change management.
Change doesn’t happen fast nor should it, in most cases. It takes time and planning to get the messages right and help everyone get on board. Organizational change is about setting up the company to go the distance. You can’t do that by racing alone.
Build a solid platform, communicate the end goal and how the company plans to get there, and recognize that most of the workforce won’t believe the messages until they see them lived out in and through management. With these bread crumbs the rest of the organization will make their way back to safety and join the rest of the company in reaching new goals.